人力Outcome3

1Outcome31A.Withreferencetoanappropriatetheoryexplainthemainrolesandactivitiesofamanager.Managementrolesreferstoaspecifictypeofmanagementbehavior.Mintzberg10kindsofmanagementbehaviorcanbefurthercombinationofthreemainaspects,namelytheinterpersonalroles,informationalroleanddecisionalrole.Let'slookateachofthetenmanagerialrolesingreaterdetail.InterpersonalCategoryThemanagerialrolesinthiscategoryinvolveprovidinginformationandideas.Figurehead–Asamanager,youhavesocial,ceremonialandlegalresponsibilities.You'reexpectedtobeasourceofinspiration.Peoplelookuptoyouasapersonwithauthority,andasafigurehead.Leader–Thisiswhereyouprovideleadershipforyourteam,yourdepartmentorperhapsyourentireorganization;andit'swhereyoumanagetheperformanceandresponsibilitiesofeveryoneinthegroup.Liaison–Managersmustcommunicatewithinternalandexternalcontacts.Youneedtobeabletonetworkeffectivelyonbehalfofyourorganization.InformationalCategoryThemanagerialrolesinthiscategoryinvolveprocessinginformation.Monitor–Inthisrole,youregularlyseekoutinformationrelatedtoyourorganizationandindustry,lookingforrelevantchangesintheenvironment.Youalsomonitoryourteam,intermsofboththeirproductivity,andtheirwell-being.Disseminator–Thisiswhereyoucommunicatepotentiallyusefulinformationtoyourcolleaguesandyourteam.Spokesperson–Managersrepresentandspeakfortheirorganization.Inthisroleyou'reresponsiblefortransmittinginformationaboutyourorganizationanditsgoalstothepeopleoutsideit.DecisionalCategoryThemanagerialrolesinthiscategoryinvolveusinginformation.Entrepreneur–Asamanager,youcreateandcontrolchangewithintheorganization.Thismeanssolvingproblems,generatingnewideas,andimplementingthem.DisturbanceHandler–Whenanorganizationorteamhitsanunexpectedroadblock,it'sthemanagerwhomusttakecharge.Youalsoneedtohelpmediatedisputeswithinit.ResourceAllocator–You'llalsoneedtodeterminewhereorganizationalresourcesarebestapplied.Thisinvolvesallocatingfunding,aswellasassigningstaffandotherorganizationalresources.Negotiator–Youmaybeneededtotakepartin,anddirect,importantnegotiationswithinyourteam,department,ororganization.21B.Explainhowtherolesidentifiedin(a)arebeingcarriedoutbymanagersinShangri-laHotels.Incase,Saskiaisadisseminatorinthehotel.WhenCraigleftthehotel,Saskiawasassignedtotheworkofthekitchenandservicestaff.Ailsaistheleadinghotel.Shetookpartinallthehotelactivitiesandmanagedallthestaffinthehotel.Ifstudentschoosetobecomepart-timestaffinthehotel,Ailsawillincreasetheirwages.Craigisanallocatorofhotelresources.Everydayinthekitchen,hepreparedthemenufortherestaurantandassignedspecifictaskstotheattendantsandthekitchenstaff.Hepayscloseattentiontowhateveryonehasdone,becausehebelievesthateverydishthatleavesthekitchenhashissignature,sohemustconformtohisstrictstandards.32A.ExplainLikert'sSystemtheoryonleadership.RensisLikertandhisassociatesstudiedthepatternsandstylesofmanagersforthreedecadesattheUniversityofMichigan,USA,andidentifiedafour-foldmodelofmanagementsystems.Themodelwasdevelopedonthebasisofaquestionnaireadministeredtomanagersinover200organizationsandresearchintotheperformancecharacteristicsofdifferenttypesoforganizations.ThefoursystemsofmanagementsystemorthefourleadershipstylesidentifiedbyLikertare:System1-ExploitativeAuthoritative:Responsibilityliesinthehandsofthepeopleattheupperechelonsofthehierarchy.Thesuperiorhasnotrustandconfidenceinsubordinates.Thedecisionsareimposedonsubordinatesandtheydonotfeelfreeatalltodiscussthingsaboutthejobwiththeirsuperior.Theteamworkorcommunicationisverylittleandthemotivationisbasedonthreats.System2-BenevolentAuthoritative:Theresponsibilityliesatthemanageriallevelsbutnotatthelowerlevelsoftheorganizationalhierarchy.Thesuperiorhascondescendingconfidenceandtrustinsubordinates(master-servantrelationship).Hereagain,thesubordinatesdonotfeelfreetodiscussthingsaboutthejobwiththeirsuperior.Theteamworkorcommunicationisverylittleandmotivationisbasedonasystemofrewards.System3-Consultative:Responsibilityisspreadwidelythroughtheorganizationalhierarchy.Thesuperiorhassubstantialbutnotcompleteconfidenceinsubordinates.Someamountofdiscussionaboutjobrelatedthingstakesplacebetweenthesuperiorandsubordinates.Thereisafairamountofteamwork,andcommunicationtakesplaceverticallyandhorizontally.Themotivationisbasedonrewardsandinvolvementinthejob.System4-GroupParticipative:Responsibilityforachievingtheorganizationalgoalsiswidespreadthroughouttheorganizationalhierarchy.Thereisahighlevelofconfidencethatthesuperiorhasinhissubordinates.Thereisahighlevelofteamwork,communication,andparticipation.42B.WhichsystemdoyoubelieveapplytoCraigandAilsa'sapproachtomanagement.Explainyouranswer.Incase,Ailsausethegroupparticipativesysteminthehotel.AlisaknewthatAntoniohadyearsofexperienceinthehotelindustryandtrustedhimandhisteamtoimplementthisstrategy.ThesalesvisitthatAlisameansthatsheoftenleavesthehotel,butsheisnot,Antoniorunningthingsrarelyhaveaproblemorafuss.Craigusesthebenevolentauthoritativesysteminthehotel.Everyweekend,Craigalwaysoffersafreehotdrinkfortheteamtocelebrate,andtheteamalwayslikestheseparties.